Ask for more - you may get it!

Written by Graham Yemm


As a purchaser, do you push suppliers on price alone? OK, it is a fair tactic when so many sellers will give in, but does it lead to long-term gain? What other ways could you get a better deal for your organisation? Maybe extended credit terms or volume rebates?

Whichever side you are on, what difference could 2% make to your company? Just to get another 2% on a selling price – and/or 2% less on your purchases? How much extra profit will this produce?

Developing your ability to negotiate more firmly and flexibly is not a contradiction in terms, it can berepparttar foundation for increasing business success and also improving relationships. The simple definition of negotiation is: “To work or talk (with others) to achieve a transaction, settlement, an agreement. (from Latin negotiari – do business with)”

Typically, there are four options forrepparttar 142477 outcome of a negotiation – andrepparttar 142478 desired one isrepparttar 142479 “win-win” unless you are just going for a one-off deal and you may want to opt forrepparttar 142480 “I win – you lose” choice, although that is not really necessary!

We can all improve ourselves as negotiators by following a few simple steps and treating situations as more than just a bargaining joust. It will also help your cause if you consider situations as something to be resolved and not as a battle to be won! As with many things in life,repparttar 142481 key to success is inrepparttar 142482 planning and preparation. This will impact your confidence, and behaviour, when withrepparttar 142483 other party. The more prepared you are,repparttar 142484 greaterrepparttar 142485 chance of you achievingrepparttar 142486 deal you want.

One ofrepparttar 142487 first things to consider in your planning stage is “the balance of power”. Imagine a set of scales – and listrepparttar 142488 pressures or drivers each side faces:

I wonder what you find? Many similarities? When you recognise that both sides might be facing similar pressures you can take heart! Another way to use this is to assess what driversrepparttar 142489 other party is facing, and you can do to reducerepparttar 142490 ones on your side to increaserepparttar 142491 “leverage” you have.

To help you with planning and handling negotiations you may find it useful to work throughrepparttar 142492 “AIMING HIGH” process.

AIMING HIGH

A ssess: Consider situation, balance of power, leverage. What is going to be needed for a win/win outcome. What isrepparttar 142493 previous experience with this contact? How much do you needrepparttar 142494 deal – how much do they need it? What might berepparttar 142495 barriers? What have you to offer that is unique?

I nterests: What are your needs, wants and desires? What are theirs? Think about their interests – put yourself in their shoes – what do they need – what are their drivers (business and personal)?

M ake time: Planning and preparation is key – create time for it. Do not be rushed – do not negotiate under (or “un”) prepared. Also, make time forrepparttar 142496 actual meetings – time pressure can be a problem in a negotiation –repparttar 142497 party feeling under most pressure will often makerepparttar 142498 biggest moves.

I nnovate: Remember, it is not just “their” problem – if a genuine negotiation is to take place it is a joint one! Think about – then rethink – “the pie” and how it can be shaped and cut. Look got different ways of approachingrepparttar 142499 situation.

N eeds: What are their key needs – and wants – and objectives? What are yours? Check back that your ideas can satisfy these – for both parties.

G enerate options: Put your package together – consider allrepparttar 142500 tradable items – those you want and those you can give. The more optionsrepparttar 142501 better. Whetherrepparttar 142502 buyer orrepparttar 142503 seller, think aboutrepparttar 142504 package in terms of more than price.

Three Steps to Give Your Strategic Plan Traction

Written by Bruce Klatt and Shaun Murphy


We all agree Strategic Planning is a critical part of a company's success. All too often, however, strategic plans stall before they ever make it to execution - or they gradually lose momentum. The organization is then left in a vulnerable and uncomfortable position of continuing to go about its business with good intentions but no focused direction or aligned action. Move intention into action using this three step remedy.

Step 1. Accountability - Get a grip on Results

Get a grip on results by having each member clearly articulaterepparttar end results rather than just activities. We use an Accountability Agreement to accomplish this (see www.AlignOnline.com). An Accountability Agreement definesrepparttar 142472 business outcomes an individual is promising to deliver, and outlinesrepparttar 142473 resources and support that he or she needs from others in order to deliver these results. An Accountability Agreement is broken down into seven areas:

Business Focus Statement - Understand your company and your role within it.

No employee should sit onrepparttar 142474 sidelines as a casual observer of an organization's success. This area focuses onrepparttar 142475 business ofrepparttar 142476 company andrepparttar 142477 unique value each member brings torepparttar 142478 organization. In short, why doesrepparttar 142479 job exist and what do you bring torepparttar 142480 table? This is then related torepparttar 142481 role each person plays inrepparttar 142482 execution ofrepparttar 142483 strategic plan.

Operational Accountabilities - Outlinerepparttar 142484 end results you are accountable for achieving.

The strategic plan serves as a template to outline who is accountable for bringing about various end results ofrepparttar 142485 strategic plan. Focusing Accountability for various parts ofrepparttar 142486 strategic plan thatrepparttar 142487 individual can significantly influence and achieve isrepparttar 142488 key to clearly articulating who is accountable for producing specific end-results.

Leadership Accountabilities - Setrepparttar 142489 tone and culture.

Integratingrepparttar 142490 leadership style into your strategic plan sets a tone throughoutrepparttar 142491 organization. Leaders successfully executerepparttar 142492 plan by focusing onrepparttar 142493 people side of their role and how they expect people to work together. Leadership accountabilities setrepparttar 142494 tone forrepparttar 142495 leadership style, and introducesrepparttar 142496 notion that "leaders modelrepparttar 142497 way".

Goals- Your road markers.

Goals are specific milestones that are derived directly from your accountabilities. Goals can be described as SMART: Specific, Measurable, Attainable, Realistic and Time Based.

Support Requirements- Identifyrepparttar 142498 support and resources you need.

Success in organizations demands a significant level of teamwork and reciprocity. The individual is accountable for achieving end results in a context of mutual support. No one gets anything done alone. The alignment meeting described below creates a conversation where this interdependence is made visible and negotiated.

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